building enduring relationship and strong communities

Building Enduring Relationship and Strong Communities

Successful Sustainable Construction LEED + Lean

Our Agenda; I.Understand the audience II.LEED & LEAN i.What they have in common ii.How they are different III.Why does Construction need Lean? IV.Potential Synergy, LEED + LEAN V.Learn one key Lean tool you can use at work tomorrow.

Successful Sustainable Construction LEED + Lean How are LEED and LEAN Construction different? LEEDLEAN Construction CertificationsProjects and PeoplePeople only Brand ReputationExcellenceNot Brand Oriented Environmental ImpactEntire PurposeReduced Impact is not the focus DNAA rigorous program with instructionsA total strategy with big ideas, no instructions Success defined byReaching Certification GoalStakeholders Functional OrientationTechnicalSocio-Technical

What do they have in common? LEED & LEAN Construction A shift from traditional mass thinking Respect for People Reduction in Environmental Impacts Certification of individuals. Strong Emphasis on Early Collaboration

Whats the problem were trying to solve?

Clients 1.I didnt end up with the building I wanted. 2.The building cost more than I budgeted. 3.Too many hidden costs (contingencies) 4.The building was delivered late. 5.Got the bad news too late to do anything about it. 6.My building is LEED rated but isnt performing. 7.Too many injuries during construction.

Architect 1.We didnt have the time or budget to sort through all of the stakeholder values. 2.The owner didnt make decisions when we needed them, then changed their mind. 3.All we heard from the builder was no that will cost too much. 4.Cost and constructability input was too little too late and we never got to talk to the subcontractors. 5.The builder squeezed design to take as much time for construction as they could get.

Engineers 1.We cant afford to follow the architect through all the twists and turns their design takes. We wait as long as we can before starting our design. 2.We cant afford to spend our fee in time consuming planning meetings and workshops. 3.We cant afford to create and update building information models.

The Builder 1.Everyone operates in their own self interest rather than for the good of the project. 2.Were kept in the dark, outside of meetings with the client and out of the design process. 3.Design is incomplete, uncoordinated, and late. 4.We complete the design through RFIs and Change Orders. 5.Subcontractor estimates are based on worst, not best case, with contingencies hidden everywhere. 6.Subcontractors plan and manage their work poorly. 7.Too difficult to get good information from subcontractors when we need it.

Trade Partners (Subcontractors) 1.The GC always says our price is too high, well its an expensive design! 2.We are never brought in early enough to make a real difference. 3.The GCs schedules are unrealistic, they dont want to listen to our ideas. 4.Its every man for himself on the job, the GC didnt even try to coordinate the work out there. 5.The GC only wants to hear yes and never spends any time removing road blocks.

Not because of Greed or Incompetence 1.We are creative and hard working. 2.We are trying to serve our client while protecting our companys interest. 3.We are as efficient as we can be. 4.We are all working as hard as we can!

Our current way; Divide and Conquer 1.We define scopes. 2.Everyones focus is on partitioning risk. 3.We Procure goods and services for the best price. 4.We plan and manage each PIECE of the work to complete the work as quickly as possible.

We see the Pieces, Not the System 1.System; a set of connected things or parts forming a complex whole. 2.Understanding complexity requires looking at the whole from many perspectives. 3.Seeing connections requires working in an integrated way to share knowledge. 4.In a system, the whole is greater than the sum of its parts

Modern buildings are COMPLEX SYSTEMS

Our Management Systems are Broken. 1.Our organizations and work processes are designed for DIVISION. 2.Organizational structure determines behavior!

Optimizing the Whole 1.Breaking the whole into pieces without understanding the connections leaves us unable to deal with complexity. 2.Its not enough to focus on each piece individually. 3.We must try to understand how they all work together and influence each other.

What is LEAN? 1.The Toyota Production System is changing the world. 2.It was Japans secret weapon in the global auto wars and it is revolutionizing all industry.

Lean vs. Six Sigma Lean Culture - centric. Socio-Technical system. Manage by process, not objective Tools to make a process flow smoothly Respect for People, Continuous Improvement. Six Sigma Statistical focus Tools to reduce variation Problem-solving method Define Measure Analyze Improve Control TargetUSL LSL

Lean Objectives Eliminate waste and Reduce costs: Waste is any activity that consumes time, resources, or space but does not add value to the product or service Reduce time: Reducing the time it takes to finish an activity from start to finish is one of the most effective ways to eliminate waste and lower costs Improve quality: Understand customer wants and needs and design processes to meet those expectations and requirements The priority depends on your strategy and can vary by process/product/customer

Lean Principles Define value from the customer perspective What is the customer willing to pay for? Quality, Speed What is going to make the customer happy? Lower Costs Identify the value stream Identify all the steps in the value stream, eliminating steps that do not create value Make the process flow Make the value-creating steps occur in tight sequence so the process flows smoothly toward the customer Let the customer pull product through the value stream Make only what the customer has ordered avoid waste Seek perfection Value is specified value streams are identified wasted steps are removed flow and pull are introduced Begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste

Focus on Value and eliminate Waste

Lean is a systematic approach to eliminate waste so every process step adds value for the customer What you Believe it is... What it Actually is... What you Want it to be..

The Seven Types of Waste Tim Wood Transport (unnecessary movement of information and materials) Inventory (excessive storage of information or products) Motion (extra steps taken by employees due to inefficient layout) Waiting (periods of inactivity for people, information, machinery, materials) Over producing (producing more/sooner than the customer needs) Over processing (rework, reprocessing, over engineering) Defects (not conforming to specifications or expectations; errors in information, product quality, etc.)

1 6 7 54 3 2 WASTE Overproduction Transportation Waiting Inventory Over-processing Motion Defects The 8th type of waste is the wasted potential o f people Figure 1.5

The Empire State Building Site excavation began on January 22, 1930. 3,400 workers. Ribbon-cutting took place on May 1, 1931. Photo: Copyright New York Public Library, used with permission. Is Lean a new idea?

Steel columns and beams arrived at the site marked with their place in the framework and with the number of the derrick that would hoist them. Workers could then swing the girders into place and have them riveted as soon as 80 hours after coming out of the furnace and off the roller in the fabrication plant. 4 floors of steel were added each week. Photos: Copyright New York Public Library, used with permission.

1-31 Have you experienced variation?

What is by far the biggest waste in the building industry? Waiting! Waste!

Lean Construction Tools Last Planner System Integrated Project Delivery Observation Walks Target Value Design Choosing By Advantages A3 Problem Solving 3P Production Preparation Process 5S visual workplace Sort, Straighten, Shine, Standardize, Sustain 5 Why, Root Cause Analysis Set Based Design Takt Time Production synchronized to customer demand Big Rooms

Five Big Ideas Collaborate, really collaborate Increase relatedness Tightly couple learning with action Optimize the project not the pieces Projects as networks of commitments Figure 2.5

SD DD CD Common Understanding Architect Hired Major Trades Hired Engineers Hired CM/GC Hired Pre-Construction Services Construction Time Traditional Project Delivery Figure 2.1

Time Architect Hired Engineers Hired CM/GC Hired Major Trades Hired CDDD Construction Pre-Construction Services SD Common Understanding Integrated Project Delivery Figure 2.2

Design vs. Pre-Construction Contractors often refer to design as pre-construction. Should architects refer to construction as post-design? We must see design and construction as facets of the same process of delivering value to the owner. We are apples and oranges, but in the end we are all fruit.

Study of Design Figure 1.2

Set-based Design Figure 2.14 Designer Constructor

3P Production Preparation Process: A method introduced to the US in the mid-80s by Chihiro Nakao, a contemporary of Mr. Ohno. The basic idea of 3P is to achieve, breakthrough or transformational changes in production process through rapid, integrated prototyping of both product and process.

3P Figure 2.16

Company Executives & Support Staff Project Leaders Crews Efficient & Effective Work Information Materials Tools Equipment People Space Resource Management Work Face Observation Walks

Traditional Meetings 1 + 1 = 1.8

Lean Meetings 1 + 1 = 2.2

Little Learning Monitor & React Extreme Fragmentation No Flow Strategic Planning Central Control Meeting Minutes To-do Lists Master Schedule Project Management vs. Production Planning Traditional top-down approach: Lack of common language Lack of production knowledge Lack of team commitment Disregard for variation in performance Figure 1.6

Shaping workflow; identifying & removing constraints Decentralized planning explicit quality assignments Rapid learning measurement FLOW Lean Production Planning Collaborative team commitment Production planning system Managing workflow Building reliability Figure 1.9

Last Planner System

Choosing by Advantages

The Fundamental Rule:

Pull Planning Process Milestone Pulled Activities Direction of planning Mechanical & Plumbing Rough-in Water- tight What do we need completed in order to reach the watertight milestone? 1-16

Now, lets learn a skill you can use at work tomorrow, Pull Planning! Pull plan your Cabin Trip! Be creative, make it fun! Roles; Mom Dad Kids Rules of the game; The goal is to be home and 100% unpacked by 7:00 PM Sunday. Start your discussion with defining, upacked The cabin is a three hour drive from your house. The earliest that everyone is home from school and work is Noon on Friday. Why do we go backwards?

51015 ?? K Lean Grad School. We are Here 100% of employees are problem solvers improving something every day!!! Time (years) Education/Skill Level

Lean is something that transcends, it transcends dollars and cents, it transcends the way the building looks, its something about doing things with the minimal amount of waste. The fact that weve been endowed as a people, as a nation, and as a race, the human race, with all these amazing resources that God has given us, and were called not to waste them. That single-minded focus on the elimination of waste carries this sort of moral gravitas. It brings teams together, it brings communities together Leo Linbeck III

Want to learn more? Contact me or go online [email protected] www.leanconstruction.org Grab a suggested reading hand out; Ten Key Decisions to A Successful Construction Project: Lean Project Delivery AGC Lean Construction Education Program Here in St Paul! 5/4 or 5/18 Lean applied to Design, 4 hours 5/5 or 5/19 Problem Solving, 6 hours

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